6-SigmaConcept.pptx

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1、EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingYou have the quality you deserve .EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingWhat is Six Sigma

2、?zThe “hottest” quality programzIt is a framework for operational developmentyManagementyPeopleyToolboxz“A breakthrough strategyfor profitability”6sWORLDEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management Consulting“Six Sigma is a goal for process improvement that forces us to p

3、ut our vision of quality in numerical terms” EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management Consulting“Good quality does not necessarily mean high quality. It means a predictable degree of uniformity and dependability at low cost with a quality suited to the market.”Dr. W.

4、Edwards DemingEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingBuilding BlocksSix SigmaCustomer FocusBusiness Process Re-engineeringISO 9001/14001SPC, Statistical Process ControlTQM, Total Quality ManagementEN/FAD 109 0015Ericsson Quality Management InstituteCambrid

5、ge Management ConsultingWhy Six Sigma ?zSix Sigma = systematic reduction of variationyLess inventoryyHigher throughputyLower costyHigher predictabilityyMore nimblezWe have definable processes, automatic data capture and lots of opportunities for defectsEN/FAD 109 0015Ericsson Quality Management Inst

6、ituteCambridge Management ConsultingSix Sigma in a NutshellVision 6s - 3.4 defects per 1 million opportunities - 99.99997% yieldPeopleBlack Belts & Yellow Belts - We have the people to do itToolsStatistics and Team work - We provide the tools to do the workEN/FAD 109 0015Ericsson Quality Management

7、InstituteCambridge Management Consultinge-Operations challengeszTime sensitive, demanding customerszFree or discounted shipping & handlingzConventional best practices for retail channel efficiency are not being usedyLarge transactionsSmall transactionsyRetail pick-upHome deliveryyUse value-addingDir

8、ect relationshipschannel members with customersEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingA few subtletieszVarious products like books, music, video, toys, consumer electronics, software, home improvements . who knows whats nextzAquisitions like Tool Crib and

9、Back to BasicszVery steep rampszFour new distribution centersz16+ million customers in 160 countriesz2000 7500 employees last yearEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingIt is a new world, but .zCustomer still want valuezCompanies still have to improve prod

10、uctivityzThe basic math remains the same:yReduce variation and cycle time .yFocus on leadership .y“Chance favours the prepared”ze-Commerce: its still a business .EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingChanging you quality means Changing !Todays quality is

11、the result of yesterdays management.Tomorrows quality will be the result of todays management.If you always do what youve always done, youll always get what you always got.EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management Consulting“If you continue to manage the business the w

12、ay you have always managed it, you will continue to achieve the same results.”Continuing to manage the business as you have always managed it, and believing that somehow,mysteriously, performance will improve.We need to change the way we do things.If we want things to improve.EN/FAD 109 0015Ericsson

13、 Quality Management InstituteCambridge Management ConsultingVariationOur business enemy #1EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingWhat is Variation?Unit 1Unit 2Unit 3Unit 4Unit 1Unit 2Unit 3Unit 4Unit 1Unit 2Unit 3 Unit 4Unit 1Unit 2Unit 3Unit 4Process 1Pro

14、cess 2Process 1Process 2Process 1Process 2TimeEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingUnit Process 1 Process 2 Process 3Process 1 Process 2 Process 3155551015255510152035551520254555202530555525303565553035407555354045855540455095554550551055550556011555556

15、065125556065701355565707514555707580155557580851655580859017555859095185559095100Average Process Time5,0Order Delivered100Standard Deviation0,0PROCESS TIMEFINISHED INUnit Process 1 Process 2 Process 3Process 1 Process 2 Process 317647131727411418193923232528478330384152673244516264345055745338555881

16、4439596398864767731046251737511657577885123826086881336563929714492671011031597876108116168698411412517343871181281834390122131Average Process Time5,0Order Delivered131Standard Deviation2,3PROCESS TIMEFINISHED INProcess 1Process 2Process 3What is Variation?EN/FAD 109 0015Ericsson Quality Management

17、InstituteCambridge Management Consultingsm99.9999998%99.999943%99.9937%99.73%95.45%68.27%1s2s3s4s5s6s-6s -5s -4s -3s -2s -1s 0 1s 2s 3s 4s 5s 6s1s222)(21smsxeyThe Normal DistributionEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management Consultingss6 6s s6 6s s99.9999998 %yield99.9

18、999998 %yieldreduce variationincrease tolerance99.73 %yieldHow Do You Get To Six Sigma Performance?EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingShort-termLSLUSL-6s -5s -4s -3s -2s -1s 0 1s 2s 3s 4s 5s 6sShort-term99.9999998% or 0.002 DPMO 1.5s99.99966% or 3.4 DP

19、MOShort Term Versus Long TermEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingLSLUSL6s6ssTargetSix Sigma ConceptEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingMajor Sources of Variationu Poor designu Unstable parts and materialu I

20、nsufficient Process Capabilityu Skills and Behaviouru Measurement SystemEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management Consultings sDPMO63.4523346 210366 8072308 537ProcessCapabilityDefects Per MillionOpportunitiesSigma & Defect ReductionEN/FAD 109 0015Ericsson Quality Mana

21、gement InstituteCambridge Management ConsultingSigma Level and Performance SigmaYieldDowntimeLevel Cp %PPMper year1 s s 0.3330.2697,700255 days2 s s0.6769.12308,800112 days3 s s 1.093.32 66,81024 days4 s s 1.3399.379 6,21054 hours5 s s 1.6799.9767 233121 minutes6 s s 2.099.99966 3.4107 seconds(with

22、1,5 s shift)EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingConceptDefinitionCritical-To-QualityCharacteristics (CTQ)Customer performancerequirements a productor serviceDefectAny event that does not meetthe specifications of a CTQcharacteristicDefect OpportunityAny

23、 event which can bemeasured that provides achance of not meeting a customer requirementConcept of Defects is a Core of Six SigmaEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management Consulting Are you confident that your customers would rank your products among the industrys best

24、? Have you given much thought to improving quality in your products and processes in the past? In the past year have you done any benchmarking at other companies to find out what they are doing to improve quality? In the last year have you undertaken a specific program to improve quality?YES?NO?How

25、do you rate Quality?Source : The GE Way Fieldbook EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingThe Hidden FactoryTestProcess 1Process 2TestAnalyzeFixAnalyzeFixProductValue AddedNo

26、n-Value AddedEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingOutput, outturn, product, production, turnout1 : something yielded : product; especially : the amount or quantity produced or returned2 : the capacity of yielding produce Yield Definition230 units produce

27、d14 defects foundProcess%9.9323014230YieldEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingRolled Through YieldProcessProcessProcessYield = 90%Yield = 95%Yield = 85%Rolled Through Yield= 0.90 x 0.95 x 0.85= 72.7%EN/FAD 109 0015Ericsson Quality Management InstituteCa

28、mbridge Management ConsultingNormalized YieldProcessProcessProcessYield = 90%Yield = 95%Yield = 85%Rolled Through Yield= 0.90 x 0.95 x 0.85= 72.7%9.89e727.0Yield)727.0ln(313NormalizedEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management Consulting0,11101000123456OVERALL SIGMAPERCE

29、NT OF REVENUESIn most companies COPQ runs at about20 to 40 percent of sales.J.M. Juran 1988Cost Of Poor QualityEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingTraditional Quality CostsCustomer ReturnsInspection CostsRecalls WasteRejectsReworkTesting Costs2-3%EN/FAD

30、 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingCost Of Poor QualityCustomer ReturnsInspection CostsRecalls WasteRejectsReworkTesting CostsCustomer AllowancesIncorrectly Completed Sales OrderExcess InventoryIncorrect orders shippedTime with Dissatisfied CustomerLate Pape

31、rworkExcessive OvertimePremium Freight CostsExcessive Field Service CostsPricing or Billing ErrorsComplaint HandlingOverdue ReceivablesEmployee TurnoverExpediting CostsPlanning DelaysDevelopment Cost of Failed Products20-40%Unused CapacityLost goodwillDelaysEN/FAD 109 0015Ericsson Quality Management

32、 InstituteCambridge Management ConsultingEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingSix Sigma DeploymentExecutive ManagementBlack BeltsYellow BeltsSix Sigma ChampionMaster Black BeltsVisionPrioritizeDefine projectsSupportTeachMeasureAnalyzeImproveControlCommun

33、ication &CoordinationEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingKey RolesExecutive Management Set goals Establish infrastructure Select projects and teams Support projects and monitor progress Asking the right questionsSix Sigma Champion Understand the use of

34、Six Sigma tools Supports and coaches Black Belts Reviews projects Developes strategies to drive down costs and increase profitabilityMaster Black Belt Trains and coaches Black Belts Provides consulting assistance to Champions and Executive ManagementEN/FAD 109 0015Ericsson Quality Management Institu

35、teCambridge Management ConsultingKey Roles #2Black Belts Develop, implement, and sustain process improvements Stimulate thinking by posing new ways of doing things Challenge conventional wisdom Seek out and pilot new tools Create innovative strategies Develop others to follow in their footstepsYello

36、w Belts Fundamental Six Sigma concepts Statistical literacy, basic statistics, process control Team skillsEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingTop management attention is a mustFollow some rigorous system religiouslyMeasure cost of poor quality and post

37、visibleReward good resultsTrain everyoneUse a team-based approachStress cross-functional workInvolve suppliers, distributors and all functions Successful quality programsEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingSix Sigma Maturity ModelLevel 1 Use averages an

38、d percents Do not consider variation Have difficulties in designing clear and simple graphs (but usually fond of overloaded diagrams) Do not look critical on data Unaware of the possibilitiesLevel 2 Able to gather planned measurement data Data is accepted as part of the argument, but statistics is m

39、ainly for production, not design or other engineering Able to calculate capability indices such as Cp, Cpk etc. Impressed by programs such as Six Sigma Level 3 Statistics is used on all levels of engineering Data is the foundation of most management decisions Able to use several tools to explore the

40、 same set of data Can easily communicate with professional statisticians and know the potential of statistics.EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingYou are the general mana

41、ger of a very successful movie theatre.You will be out of the countryfor three months and have askedyour staff to fax you a weekly report. What information wouldyou like to see in that report ?1.2.3.4.5.EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingYou are headin

42、g to the movies with some friends.The movie you would like to see is playing at several theatres in your area. All are about the same travel time from your home, the tickets cost the same and the seats are about the same.How do you decide which theatre to go to?1.2.3.4.5.EN/FAD 109 0015Ericsson Qual

43、ity Management InstituteCambridge Management ConsultingEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingDefineIdentify, prioritize and select the right projects. MeasureIdentify key product characteristics and process parameters. AnalyzeIdentify key process paramete

44、rs affecting the process output.ImproveEstablish prediction model and optimize process performance.ControlDetermine standard operating procedures and hold the gains.Six Sigma MethodologyEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingDefine problem YMeasure YInvest

45、igate Xi causing the output Y. Find the vital few!Find Y = f(Xi) and optimize output YControl Y via vital few Xi Six Sigma MethodologyEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingChange ManagementCommunicationHigh Performance Teams5 WhysInternal Business Assessm

46、entQuality Function DeploymentPareto ChartsProcess MappingQuality IndicesMeasurement System AnalysisGraphical Data ExplorationHypothesis TestingFMEABrainstormingRegression AnalysisMultivariate AnalysisDesign of ExperimentsMistake ProofingStandard Operation ProceduresStatistical Process ControlSix Si

47、gma ToolsChange ManagementCommunicationHigh Performance TeamsEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingWhy were you late for work today?I was on the later bus! Why were you on the later bus? I missed my normal bus! Why did you miss your normal bus? I was runn

48、ing late! Why were you running late? I couldnt find the door keys! Why couldnt you find your door keys? I didnt know where I left them! 5 WhysA simple tool that gets you to the root of a problem and enables you to form a precise problem definition.EN/FAD 109 0015Ericsson Quality Management Institute

49、Cambridge Management ConsultingAccurate and precisePrecise but not accurateAccurate but not preciseNot accurate or preciseMeasurement System AnalysisEN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management ConsultingGraphical Data Exploration1020304050606768697071727374IndexdBStandar

50、d Turbo Charged10002000300040005000100200300Displacement cm3Power kW01002003000510Power kWFrequency7.775013.92501098.751626.251002207.775013.9250200337111098.751626.2510022020033711Acc. sec.Weight kgPower kWDisplac. cm3EN/FAD 109 0015Ericsson Quality Management InstituteCambridge Management Consulti